Post by account_disabled on Jan 6, 2024 4:56:14 GMT
Leaders. As Booth’s Linda Kinzel ( ) always reminds me, leadership is about guiding people into the future, despite risks and uncertainties. After more than years of field research on crisis leadership across a range of events, such as hurricanes, terrorist attacks, and public health emergencies, my colleagues and I have discovered that there is an art to getting through the darkest moments. Just as important, mastering this art also makes executives better day-to-day leaders. There are two important takeaways from our work. First, while the initial crisis may not be preventable, secondary crises caused by improper response can be avoided. Second, every incident has a narrative of victims, villains, and heroes.
We are still early in the story, and executives and organizations can shape the roles they will play. Being a hero requires making a conscious choice to put a degree of self-interest aside in order to contribute to the greater good. In this context, the stakeholder-centric intentions of the Business Roundtable’s famous 2016 letter Job Function Email List Redefining Corporate Purpose are put to the test. The art of effective crisis leadership focuses on three interdependent areas of activity that help foster sustained high performance (even heroic performance) in teams and Job Function Email List large organizations: Adaptability. Crises evolve over time, especially long-term events such as infectious disease outbreaks. As the reality on the ground and the environment in which they operate change, a series of transformations. Often, they require parts of the organization that don't normally work together to fit together seamlessly. They may also flatten the hierarchy, with subject matter experts suddenly having direct access to senior managers and perhaps even leading them. The potential for fear, friction and conflict is high.
Successful steering requires placing one foot on a solid object and then moving the other foot to change direction. Amid the disruption of crisis, an unshakable commitment to core values and principles creates an island of certainty that facilitates more fluid operations related to strategy and tactics. For example, if your organization claims to be people-first, make sure all your decisions at this time reflect this. Support everyone across the company who makes decisions based on these principles, even if there are short-term financial consequences. Value contributions, no matter who provides them. This is not the time for politics.
We are still early in the story, and executives and organizations can shape the roles they will play. Being a hero requires making a conscious choice to put a degree of self-interest aside in order to contribute to the greater good. In this context, the stakeholder-centric intentions of the Business Roundtable’s famous 2016 letter Job Function Email List Redefining Corporate Purpose are put to the test. The art of effective crisis leadership focuses on three interdependent areas of activity that help foster sustained high performance (even heroic performance) in teams and Job Function Email List large organizations: Adaptability. Crises evolve over time, especially long-term events such as infectious disease outbreaks. As the reality on the ground and the environment in which they operate change, a series of transformations. Often, they require parts of the organization that don't normally work together to fit together seamlessly. They may also flatten the hierarchy, with subject matter experts suddenly having direct access to senior managers and perhaps even leading them. The potential for fear, friction and conflict is high.
Successful steering requires placing one foot on a solid object and then moving the other foot to change direction. Amid the disruption of crisis, an unshakable commitment to core values and principles creates an island of certainty that facilitates more fluid operations related to strategy and tactics. For example, if your organization claims to be people-first, make sure all your decisions at this time reflect this. Support everyone across the company who makes decisions based on these principles, even if there are short-term financial consequences. Value contributions, no matter who provides them. This is not the time for politics.